2011.12 marketing principles
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MarketingTRANSCRIPT
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MarketingStephan Langdon, MBA, M Ed
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Chapter Twelve
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Chapter 2-slide 3
Marketing Channels: Delivering Customer Value• Supply Chains and the Value Delivery Network• The Nature and Importance of Marketing
Channels• Channel Behavior and Organization• Channel Design Decisions• Channel Management Decisions• Public Policy and Distribution Decisions• Marketing Logistics and Supply Chain
Management
Topic Outline
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Chapter 2-slide 4
Supply Chains and the Value Delivery Network
Upstream partners include raw material suppliers, components, parts, information, finances, and expertise to create a product or service
Downstream partners include the marketing channels or distribution channels that look toward the customer
Supply Chain Partners
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Chapter 2-slide 5
Supply Chains and the Value Delivery Network
Supply chain “make and sell” view includes the firm’s raw materials, productive inputs, and factory capacity
Demand chain “sense and respond” view suggests that planning starts with the needs of the target customer, and the firm responds to these needs by organizing a chain of resources and activities with the goal of creating customer value
Supply Chain Views
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Chapter 2-slide 6
Supply Chains and the Value Delivery Network
Value delivery network is the firm’s suppliers, distributors, and ultimately customers who partner with each other to improve the performance of the entire system
Value Delivery Network
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Chapter 2-slide 7
The Nature and Importance of Marketing Channels
Intermediaries offer producers greater efficiency in making goods available to target markets. Through their contacts, experience, specialization, and scale of operations, intermediaries usually offer the firm more than it can achieve on its own.
How Channel Members Add Value
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Chapter 2-slide 8
The Nature and Importance of Marketing Channels
• From an economic view, intermediaries transform the assortment of products into assortments wanted by consumers
• Channel members add value by bridging the major time, place, and possession gaps that separate goods and services from those who would use them
How Channel Members Add Value
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Chapter 2-slide 9
The Nature and Importance of Marketing Channels
How Channel Members Add Value
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Chapter 2-slide 10
The Nature and Importance of Marketing Channels
How Channel Members Add Value
Information
Promotion Contact
Matching Negotiation
Physical distributi
on
Financing Risk Taking
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Chapter 2-slide 11
The Nature and Importance of Marketing Channels
Number of Channel Members
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Chapter 2-slide 12
The Nature and Importance of Marketing Channels
Connected by types of flows:• Physical flow of products• Flow of ownership• Payment flow• Information flow• Promotion flow
Number of Channel Members
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Chapter 2-slide 13
Channel Behavior and Organization
Marketing channel consists of firms that have partnered for their common good with each member playing a specialized role
Channel conflict refers to disagreement over goals, roles, and rewards by channel members
• Horizontal conflict• Vertical conflict
Channel Behavior
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Chapter 2-slide 14
Channel Behavior and Organization
Conventional distribution systems consist of one or more independent producers, wholesalers, and retailers. Each seeks to maximize its own profits, and there is little control over the other members and no formal means for assigning roles and resolving conflict.
Conventional Distributions Systems
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Chapter 2-slide 15
Channel Behavior and Organization
Vertical marketing systems (VMSs) provide channel leadership and consist of producers, wholesalers, and retailers acting as a unified system and consist of:
• Corporate marketing systems• Contractual marketing systems• Administered marketing systems
Vertical Marketing Systems
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Chapter 2-slide 16
Channel Behavior and Organization
Corporate vertical marketing system integrates successive stages of production and distribution under single ownership
Vertical Marketing Systems
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Chapter 2-slide 17
Channel Behavior and Organization
Contractual vertical marketing system consists of independent firms at different levels of production and distribution who join together through contracts to obtain more economies or sales impact than each could achieve alone. The most common form is the franchise organization.
Vertical Marketing Systems
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Chapter 2-slide 18
Channel Behavior and Organization
Franchise organization links several stages in the production distribution process• Manufacturer-sponsored retailer franchise
system• Manufacturer-sponsored wholesaler franchise
system• Service firm-sponsored retailer franchise
system
Vertical Marketing Systems
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Chapter 2-slide 19
Channel Behavior and Organization
Administered vertical marketing system has a few dominant channel members without common ownership. Leadership comes from size and power.
Vertical Marketing Systems
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Chapter 2-slide 20
Channel Behavior and Organization
Horizontal marketing systems are when two or more companies at one level join together to follow a new marketing opportunity. Companies combine financial, production, or marketing resources to accomplish more than any one company could alone.
Horizontal Marketing Systems
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Chapter 2-slide 21
Channel Behavior and Organization
Multichannel Distribution systems (Hybrid marketing channels) are when a single firm sets up two or more marketing channels to reach one or more customer segments
Multichannel Distribution Systems Hybrid Marketing Channels
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Chapter 2-slide 22
Channel Behavior and Organization
Multichannel Distribution Systems
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Chapter 2-slide 23
Channel Behavior and Organization
Disintermediation occurs when product or service producers cut out intermediaries and go directly to final buyers, or when radically new types of channel intermediaries displace traditional ones
Changing Channel Organization
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Chapter 2-slide 24
Channel Design Decisions
Analyzing consumer
needs
Setting channel
objectives
Identifying major channel
alternatives
Evaluation
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Chapter 2-slide 25
Channel Design Decisions
• Targeted levels of customer service• What segments to serve• Best channels to use• Minimizing the cost of meeting customer
service requirements
Setting Channel Objectives
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Chapter 2-slide 26
Channel Design Decisions
• Types of intermediaries• Number of intermediaries• Responsibilities of each channel member
Identifying Major Alternatives
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Chapter 2-slide 27
Channel Design DecisionsIdentifying Major Alternatives
Intensive distribution• Candy and toothpaste
Exclusive distribution• Luxury automobiles and prestige
clothingSelective distribution• Television and home appliance
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Chapter 2-slide 28
Channel Design Decisions
Each alternative should be evaluated against:• Economic criteria• Control• Adaptive criteria
Evaluating the Major Alternatives
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Chapter 2-slide 29
Channel Design Decisions
• Channel systems can vary from country to country• Must be able to
adapt channel strategies to the existing structures within each country
Designing International Distribution Channels
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Chapter 2-slide 30
Channel Management Decisions
Selecting channel
members
Managing
channel members
Motivating
channel members
Evaluating
channel members
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Chapter 2-slide 31
Public Policy and Distribution Decisions
Exclusive distribution is when the seller allows only certain outlets to carry its products
Exclusive dealing is when the seller requires that the sellers not handle competitor’s products
Exclusive territorial agreements are where producer or seller limit territory
Tying agreements are agreements where the dealer must take most or all of the line
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Chapter 2-slide 32
Marketing Logistics and Supply Chain Management
Marketing logistics (physical distribution) involves planning, implementing, and controlling the physical flow of goods, services, and related information from points of origin to points of consumption to meet consumer requirements at a profit
Nature and Importance of Marketing Logistics
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Chapter 2-slide 33
Marketing Logistics and Supply Chain Management
Nature and Importance of Marketing Logistics
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Chapter 2-slide 34
Marketing Logistics and Supply Chain Management
Supply chain management is the process of managing upstream and downstream value-added flows of materials, final goods, and related information among suppliers, the company, resellers, and final consumers
Nature and Importance of Marketing Logistics
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Marketing Logistics and Supply Chain Management
Major Logistics Functions
Warehousing
Inventory manageme
nt
Transportation
Logistics informatio
n manageme
nt
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Chapter 2-slide 36
Marketing Logistics and Supply Chain Management
• Just-in-time systems• RFID• Knowing exact product location
• Smart shelves• Placing orders automatically
Inventory Management
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Chapter 2-slide 37
Marketing Logistics and Supply Chain Management
Major Logistics Functions
Transportation affects the pricing of products, delivery performance, and condition of the goods when they arrive
Truck Rail Water
Pipeline Air Intern
et
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Marketing Logistics and Supply Chain Management
Logistics information management is the management of the flow of information, including customer orders, billing, inventory levels, and customer data
• EDI (electronic data interchange)• VMI (vendor-managed inventory)
Logistics Information Management
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Chapter 2-slide 39
Marketing Logistics and Supply Chain Management
Integrated logistics management is the recognition that providing customer service and trimming distribution costs requires teamwork internally and externally
Integrated Logistics Management
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Chapter 2-slide 40
Marketing Logistics and Supply Chain Management
Third-party logistics is the outsourcing of logistics functions to third-party logistics providers (3PLs)
Integrated Logistics Management
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MarketingStephan Langdon, MBA, M Ed